Change / enterprise systems through-line
ERP & core apps
Through-line across Delaware · UMass · Citizens · BSC
One-line result
A career through-line in ERP and core business applications — payroll, HR, finance, talent, asset and facilities — where standing them up is only half the job, and keeping them honest in production is the other half.
Context / seat
Every employer chapter above is a setting. The craft is the same: core systems that run the business, not demos that photograph well.
Problem
Too many “digital” stories end at implementation. Boards inherit systems nobody wants to operate. Operators inherit projects that never defined “done.” The needle is production trust — cycle time, adoption, risk, and cost — after the vendor leaves.
What I did
- Domains (plain language): payroll, HR, finance, recruiting/talent, learning, asset and facilities.
- Chapters: State of Delaware (SAP / Oracle·PeopleSoft finance + facilities) → UMass (PeopleSoft HR/Finance/Student; identity; change/operate) → Citizens (cloud HR move, UltiPro, Fusion governance, ServiceNow & facilities, data lake & analytics on enterprise data, acquisitions) → BSC (Salesforce as OS; outcomes delivery; P&L and people system around the work).
- Pattern: name an owner, define done before tools run, keep the team that can run production, measure what the operating system owes the business.
Results
- Awarded and budget-scale ERP delivery (UMass Project of the Year; ~$14MM HR upgrade).
- Enterprise cloud/SaaS moves with hard savings (Citizens ~$1.5MM/year; learning adoption lift).
- Public-sector and regulated production longevity (Delaware; bank payroll/HR).
- Same OS thinking applied to a services firm (Salesforce + outcomes model + retention/NPS).
What a board or COO should take from this
If your problem is core systems and the operating company around them — not a vendor bake-off — this is the through-line. LinkedIn carries the Boolean list. This page is the story: implement and operate, every chapter.